{"id":19,"date":"2007-01-27T19:29:18","date_gmt":"2007-01-27T14:29:18","guid":{"rendered":"http:\/\/thamesportal.com\/management\/?p=19"},"modified":"2007-01-27T19:42:22","modified_gmt":"2007-01-27T14:42:22","slug":"results-based-leadership","status":"publish","type":"post","link":"https:\/\/mdi.com.pk\/management\/2007\/01\/results-based-leadership\/","title":{"rendered":"Results-Based Leadership"},"content":{"rendered":"<p>A previous article in this blog suggested that leadership is not about one magical trait or highly moral attribute &#8211; or a set of specific skills. It is many things &#8211; arising from a complex personal toolkit.  One of the many &#8220;things&#8221; that a leader <em>has<\/em> to deliver are results &#8211;          Dave Ulrich of the University of Michigan and consultants Jack Zenger and  \t\tNorm Smallwood in the US have argued that it is <u>not<\/u> enough to gauge leaders by  \t\tpersonal traits such as character, style, and values&#8230;<\/p>\n<p><!--more--><\/p>\n<p>It is a mistake to focus primarily on leadership <strong>attributes<\/strong> that managers bring to work,  \t\tsuch as ethics, personal integrity, analytical thinking. These of course are necessary pre-requisites, but do not by themselves ensure effective leadership. Effective leaders must know how to connect their  \t\tpersonal, personality and people-centered attributes with <strong>leadership results<\/strong>.<\/p>\n<p>In an excellent book called Results-Based Leadership (<span style=\"letter-spacing: -1px\"><script type=\"text\/javascript\">document.write(\"<A h\"+\"re\"+\"f=\\\"..\/other_products.ht\"+\"ml\\\">Search at Amazon<\/A>\");<\/script><a href=\"http:\/\/www.valuebasedmanagement.net\/other_products.html\">Amazon<\/a>)<\/span>  \t\tUlrich, Zenger, and Smallwood emphasize that we need to move from thinking primarily about the  \t\tinputs of leadership to emphasizing the outcomes of leadership. The  \t\tchallenge in an organizational development approach is to build leaders throughout the organization, at every level and across the breadth of the organization, who focus on  \t\tboth behavior- attributes and outcomes-results.<\/p>\n<p>These polarities of soft skills and task\/result skills for individual and team leadership appear in different forms and various models of management and leadership; the Leadership Grid and the Leadership Continuum are examples. In the results-based model the relationship is<\/p>\n<p style=\"text-align: center\"><strong>The Results-Based Leadership formula: \t\t<\/strong><\/p>\n<p style=\"text-align: center\"><strong>&#8220;Effective Leadership  =   \t\tAttributes   x   Results.&#8221; <\/strong><\/p>\n<p>It is important to understand that the equation above suggests that leaders must strive for excellence  \t\tin both terms; they must both demonstrate attributes and  \t\tachieve results. Each term of the equation multiplies the other, they  \t\tare not cumulative. A score of 9 out of 10 in attributes, for example,  \t\tmultiplied by a score of 2 out of 10 on results, yields an effectiveness  \t\trating of only 18 out of 100, not 11 out of 20.<\/p>\n<p>There are generally four criteria for judging whether managers are  \t\tindeed focused on achieving results:<\/p>\n<p><strong>Balanced<\/strong> &#8211; results balance the major dimensions of the organization  \t\t\t\t(employees, organization, customers, investors) ignoring no one;<\/p>\n<p><strong>Strategic<\/strong> &#8211; results link strongly to the strategy and long-term plan of the organization;<\/p>\n<p><strong>Lasting<\/strong> &#8211; results meet both short-term and long-term goals;<\/p>\n<p><strong>Selfless<\/strong> &#8211; results support the whole enterprise \/ department \/ unit and are not linked or based on the manager&#8217;s  \t\t\t\tpersonal gain.<\/p>\n<div align=\"left\">\n<blockquote>\n<div align=\"left\">\n<ol style=\"margin: 0pt; font-family: Verdana; font-size: 8pt; letter-spacing: -1pt; text-align: left; word-spacing: 0pt; text-indent: 0pt; line-height: 100%\" \/><\/div>\n<\/blockquote>\n<p>Executives should actually deliver  \t\tresults in four areas and each area requires its  \t\town metric and emphasis:<\/p>\n<p><strong>for employees<\/strong>, it is  \t\tdeveloping their human capital and commitment;<\/p>\n<p><strong>for customers<\/strong>, providing  \t\tvalue for what they value;<\/p>\n<p><strong>for investors<\/strong>, reducing costs and growing the  \t\tbusiness;<\/p>\n<p><strong>for the organization<\/strong>, creating a learning and innovative  \t\tinstinct.<\/p>\n<p>A question to ask &#8211; are we assessing our managers and leaders on the above 4 areas?<\/p><\/div>\n","protected":false},"excerpt":{"rendered":"<p>A previous article in this blog suggested that leadership is not about one magical trait or highly moral attribute &#8211; or a set of specific skills. It is many things &#8211; arising from a complex personal toolkit. One of the many &#8220;things&#8221; that a leader has to deliver are results &#8211; Dave Ulrich of the [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[4],"tags":[],"class_list":["post-19","post","type-post","status-publish","format-standard","hentry","category-management-and-leadership","post-preview"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 4.9.8 - aioseo.com -->\n\t<meta name=\"description\" content=\"A previous article in this blog suggested that leadership is not about one magical trait or highly moral attribute - or a set of specific skills. It is many things - arising from a complex personal toolkit. 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